Management of projects is one of the oldest and most respected accomplishments of

Non-Governmental Organizations (NGOs). This is highlighted by the achievement of the

builders of pyramids in Egypt several years ago; the architects of ancient cities; the mason and

craftsmen of Great Wall of China and other wonders of the World (Peter, 2001). Project

contributes to 50% of all development activities, and as results, they are deemed as the vehicle

for the development change for organizational growth. The accomplishment of project through

the application and integration of the project management process of initiation, planning,

executing, monitoring, controlling and closing is known as project management. Project

management integrates these functions progressively through the project life cycle with the aim

of improving project performance and constituents according to the project’s established desired

objectives (Peter, 2001).

The INGO sector has structures that work with simple and complex projects that provide

certain level of results that satisfies the needs of vulnerable group in the community (Bartex,

2009). Until the 1980s, even with well trained staff and other associated management functions

executed well, International Non-Governmental Organizations (INGO) projects performance

worldwide has been undesirable and below INGO targets (Colbert, 2006). Project performance

corresponds to project management skills and functionalities (Colbert, 2006). In Somaliland,

however, most organizations are at a different level of understanding the application of the

INGO project management. INGOs in Somaliland, just like others operating in other developing

countries, experience low project performance orchestrated by rampant projects failures yearly

(Bartex, 2009). The same applies to performance of INGOs projects in Hargeisa.